Today, with the arrival of the new generation of workforce in organizations, one of the most important concerns that any organization faces is low level of motivation and reduced employee participation in training courses. In order to solve this problem, one of the techniques to improve employee interaction with the training course is to use a new approach called gamification. In this way, learners' motivation to participate in training courses and, consequently, the effectiveness of the training course will be increased. The present study aims to identify the challenges of gamification design in human resource training courses based on the experiences of gamification and game experts. In accordance with this goal, a qualitative research project of the inductive theme analysis type has been adopted. Data collected from face-to-face interviews were analyzed and coded according to Clark and Brown's six-step procedure (2006). A total of 190 open codes were identified in the findings, in 23 sub-themes and 5 main themes behavioral dimensions of gamification design, organizational dimensions of gamification design, technical dimensions of gamification design, various aspects of gamification design, executive requirements of gamification design. Therefore, it is expected that by using this model, effective gamified training courses can be designed in the organization that will be useful in training the human resources of the millennial generation.

Background: Managers are always trying to reduce the costs while improving the quality and efficiency of services. Thus, the aim of present study was to evaluate the status of organizational culture and to investigate the problems and challenges, to provide a developed and effective model of management. Methods: This research was a descriptive cross-sectional survey. The sample size was 344 clerks who were selected by stratified random sampling. A researcher-made questionnaire was used to collect data. The organizational culture questionnaire was designed in 9 factors and 42 sub-dimensions. The face and content validities of the questions were confirmed. To analyze the data, univariate t-test was used in SPSS software and structural equation modeling was used in AMOS software. Results: According to the results, the mean of organizational culture variable was above average (3) and was at the desired level (p-value <0. 05). The status of identifying challenges and problems in the study population was measured below the average level. The results showed that more challenges and problems were identified by improving the implementation of organizational culture (0. 486). Organizational culture also indirectly affects organizational effectiveness by identifying challenges and problems (0. 214). Conclusion: based on our finding, the mediating effect of identifying challenges and problems on the relationship between organizational culture and identifying challenges and problems was confirmed.

AbstractPurpose: The velocity of change in the surrounding world has forced them to identify those factors which impact their change capacity. The present study was conducted to identify and prioritize influential factors on organizational change capacity.Methodology: In terms of purpose, this was explorative and applied research. Its population included ten familiar experts with research subjects in a research and training center. By reviewing the literature on change capacity, relevant, influential factors were identified, and they were concurred by the fuzzy Delphi technique, and then they were ranked. After recognizing influential factors, a pair comparisons questionnaire was distributed among ten experts, and after gathering the questionnaires, effecting factors were ranked using the Expert Choice11 Software package and AHP technique.Findings: Results show that organizational culture, structure, and style of leadership were the main factors that impacted change capacity.Conclusion: The influential factors can be divided into three categories: environmental, content, and structural elements. Environmental factors include environment and innovation; content factors include team working, intellectual capital, leadership, political behavior, and human resource management; Structural elements include strategy, structure, organizational policies, information technology, knowledge management, and technology. Value: This is the first time in the literature that the influential variables affecting the change capacity were recognized and categorized in a conceptual classification that has not been seen in the previous research.

Critical realism, based on its distinctive ontology and epistemology, provides a specific methodology for studying social phenomena and identifying the underlying generative mechanisms of these phenomena and events. This paper explores the methodological challenges associated with applying critical realism in organizational and management studies. Critical realism, with its emphasis on the stratification of reality, causal mechanisms, and the interplay between structure and agency, offers a robust alternative to positivist and interpretivist paradigms. However, operationalizing this philosophical framework in organizational research presents several challenges, particularly in identifying and empirically validating causal mechanisms, integrating quantitative and qualitative methods, and maintaining sensitivity to context. The paper first examines the philosophical foundations of critical realism, then explores its methodological challenges, and finally proposes strategies to overcome these challenges. These strategies include developing research frameworks, integrating abductive and retroductive reasoning, and promoting methodological pluralism. The purpose is to enhance the theoretical rigor and practical impact of management and organizational research by effectively leveraging the potential of critical realism.

Sudden damages that come from outside the organization will cause the organization to be distorted and ambiguous due to not having a role in their occurrence, this particular type of damage in the organization may not be properly understood due to research gaps and gaps, so The purpose of this study is to conceptualize and design an organizational meteorite model with an approach to its challenges and solutions. The research method of the present study in terms of purpose, basic and applied, in terms of nature, exploratory and in terms of implementation, has been done using Grounded Theory technique and content analysis. The instrument used was a semi-structured interview with experts in this field, the number of which was selected using purposive snowball sampling based on the principle of saturation, 12 people. The results showed that in the design section of the organizational meteorite model, 30 categories and 243 codes were extracted and in the design section of the organizational resilience model, 8 categories and 51 codes were extracted. The results showed that the conceptualization and metaphor of organizational meteorites allows managers to identify the causes, contexts, coping strategies and consequences of organizational meteorites in a timely manner and to take appropriate action to neutralize and deal with them. Also, the results of this research can be used by all organizations that are actively involved with their environment.

Introduction: The lack of a proper structure in the management of medical equipment can cause a waste of health resources. This article was written due to the importance of medical equipment in the prevention, diagnosis and treatment of patients with the aim of investigating the challenges of the medical equipment management structure in Iran. Methods: The current research is a review study that was conducted through searching in reliable scientific sources such as Springer, Elsevier Pubmed, Google scholar and other Persian information sources such as Magiran, SID, Irandoc. Keywords such as Medical Equipment Management, Concentration, Formality and Complexity were used to search Persian & English sources. Results: The structure of medical equipment management can improve the performance of a hospital and in another sense can be the basis for the evaluation of hospital units. The performance of medical equipment in the hospital is very vital to the main mission of the hospital due to guaranteeing the patient's safety, and the weakness in the performance of this department and the lack of attention to the vital components in this department can make the hospitals face failure or ineffective performance. Conclusion: The design of the model of the management structure of government medical equipment is needed to improve the structure of the mentioned area and the optimal management of medical equipment.

Background: Healthcare systems and hospitals encounter numerous challenges in the organ donation process.Objectives: This study aims to elucidate the organizational challenges associated with organ donation.Methods: A qualitative content analysis was conducted from February to September 2023. Purposive sampling and semi-structured interviews were employed with 14 family members and staff involved in the organ donation process in northwestern Iran. Data were analyzed using conventional content analysis based on the approach proposed by Lundman and Granheim.Results: The analysis revealed the overarching theme of "organizational challenges of organ donation," which encompassed five categories and twenty-three codes. The categories identified were "Insufficient Resources", "Insufficient Cultural Development", "Professionals Who Waste Opportunities", "Low Organizational Sensitivity", and "Depreciated Human Resources".Conclusion: Medical and healthcare organizations play a crucial role in the organ donation process; however, they face significant challenges in this area. To facilitate and expedite organ donation, it is essential to allocate more funding, provide appropriate media platforms, enhance training and cultural development, and improve the management of human resources involved in the organ donation process.